“Efficiency is just the distance between what you plan and what actually happens — close that gap.”
Olivia Wertel, Director of Product
- 01
How has your workflow changed since the transformation started?
Leading product at the director level used to mean a lot of process governance — roadmap reviews, prioritization rituals, alignment meetings. A lot of that overhead is gone. The agents that run our analytical pipelines surface the prioritization data automatically; I'm spending my time on the decision itself, not on gathering the inputs. The meeting load is down, the decision quality is up.
- 02
What does a typical week look like when agents are actually in the loop?
I start every week reviewing what the agent layer surfaced — anomalies in engagement, signals from merchant feedback, performance variance across cohorts. From there, I'm in decision mode: what does this mean, what's the call, who owns execution. The agentic infrastructure does the watching. I do the interpreting. That's how director-level product should work.
- 03
What makes this different from any other company you've worked at?
I've led product at three companies before this. At none of them did AI sit this close to the core operating model. The integration isn't a feature team — it's the infrastructure that the whole product surface runs on. Leading product here means leading product in the presence of systems that are genuinely capable. That raises the bar for what good product thinking looks like.
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Building across engineering, product, data, sales, ops, finance, and people. Every role is an Operator role.
We get people offline through quality local experiences at great value. That's still the mission. Everything above is what it takes to deliver it in 2026.